1.How did you get into project management?
-I was in a relatively small company; it didn't have formal project management but had the need to undertake a major, industry wide initiative. The rest was history.

2.If you had to rate the job of project manager on a scale of 1-10, with 10 being the highest, how would you rate it? -I would rate it a 9

3.Briefly explain the reason for your rating. What do you enjoy most and what do you like least about being a project manager? -I gave it a 9 because the position gives you enough freedom in handling the project. Your creativity and strategic thinking also flourishes impressively with this job. However, there are times when you, of course do not have the last say. The owner has that privilege. So, even though you do not agree to the final decision, all you can do is gracefully accept it.

4.How do you add value to your projects?-By feeling the real need of customers and clients without acting as a sales person but working as a consultant. This can add much more value to projects. Hence, people will be more acceptable towards trusting that you will help their growth and meet the goal.

5.What are some of the tools or software that you use and what is your opinion of those tools? -We have film advertising and freelance clients, so we make use of Skype and email applications. These tools and many more are all very helpful in monitoring and coordinating with people especially when dealing with the time difference.

6.How do you feel about environment vs. productivity? -Although, some team members could become careless if your environment is not productive. It is the responsibility of the project manager to ensure that the team's output meets the performance requirements. You should not wait for a status report to communicate frequently with your team. I feel that it is important to remind them of their goals step by step.

7.Do you have any suggestions for future project managers?
-I think...

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...﻿How to Be an Effective ProjectManager?
Instructions
1. Define the scope of the project clearly. Make sure to know when you are finished. This may mean breaking a project into smaller phases if it is a large-scale project. Get the team to agree to the scope at the beginning and document what success looks like. Have a clear discussion of what the project is and more importantly, what it is not. This will flush out assumptions people may have that differ from reality.
2. Know the team and what they are expected to deliver. This is your extended team, and they will either be doing the work themselves or managing the people who are doing the work. In any case, they need to be held accountable for their responsibilities on the project.
3. Flesh out the schedule with the team based on the resources that are available. If the schedule is very aggressive, the only way to meet it is to reduce the scope or add more resources.
4. Have milestone meetings with the extended team. Hold each member responsible for their part. This is also a good time to discuss issues that each group may need help with or clear up conflicting priorities.
5. Get the team to brainstorm the possible risks to the delivery of the project and then create contingency plans for the top 10 or so risks. The top risks should be decided based on impact to the project and...

...have contributed to the need for project management.
#2: Why is the projectmanager often called a super-manager?
In an organization, if there is a projectmanager that is known to execute projects within the scheduled time frame and whose estimates are exact, he probably acquired a substantive amount of knowledge and experience over the years on project management. This “Super” projectmanager possesses therefore some valuable skills that can be taught to other projectmanagers within the organization. Thus, this “super” manager will often be assigned to manage the projectmanager such that they can benefit from his experience and also manage project successfully.
#8: How do projects, programs, tasks and work packages differ?
A work Package may be defined as the basic building block of a work breakdown structure. It may be considered as a sub-project composed of one or several tasks which are accomplished over a short period of time (generally 1 week-1 month) by an individual or a small group of workers. A task is defined as a piece of work requiring resources and has a concrete outcome (deliverables). Though a task may be of any size, the term task is usually used to describe a small piece of work....

...Types of projectmanagers
[edit]Construction ProjectManager
Construction projectmanagers in the past were individuals, who worked in construction or supporting industries and were promoted to foreman. It was not until the late 20th century that construction and Construction management became distinct fields.
Until recently, the American construction industry lacked any level of standardization, with individual States determining the eligibility requirements within their jurisdiction. However, several Trade associations based in the United States have made strides in creating a commonly-accepted set of qualifications and tests to determine a project manager's competency.
The Project Management Institute has made some headway into being a standardizing body with its creation of the Project Management Professional (PMP) designation.
The Constructor Certification Commission of the American Institute of Constructors holds semiannual nationwide tests. Eight American Construction Management programs require that students take these exams before they may receive their Bachelor of Science in Construction Management degree, and 15 other Universities actively encourage their students to consider the exams.
The Associated Colleges of Construction Education, and the Associated Schools of Construction have made considerable progress in developing...

...The Roles and Responsibilities of a ProjectManager
Today’s businesses have found that projectmanagers have become more popular and valuable to the organizations industry. A projectmanager is a leader who specializes project management. They have a responsibility in completing simple tasks up to the most difficult projects. A projectmanager can arrange the project into three simple stages; planning, organizing, and controlling that will assist them in the completion of an assignment or project. Projectmanagers work most industries for example; construction, telecommunications, computer designs, architecture, or aerospace. Projectmanagers are the backbone of resourcefulness, applying knowledge, skills, and tools, enabling them to meet the project requirements in the most efficient and proficient way (University of Phoenix, 1997).
The projectmanager is the point man or leader, they are in charge of the whole project from the beginning to the end, identifying, and resolving issues to ensure completion is on time. Businesses are adopting projectmanagers more every day due the improved financial savings from increased production, employee satisfaction,...

...Structural Strategy
1. No proper project structure - this made the execution and management of the project very ineffective.
2. Project over budget – The project estimated cost overrun of atleast 20%
3. Poor leadership/no leadership commitment - the customer requested the Divisional GM and his team to present the status of the project. However the DGM instructed Reichart to go with any other 3 or 4 functionalmanagers
4. No Balanced Scorecard with critical success factors, including continuous review and appraisal processes.
5. Lack of a sufficient Guiding Coalition - no support from other functional managers
6. There is no control over functional managers - Reichart did all the work himself due to the lack of communication and the imbalance of power between the projectmanagers and functional managers.
7. There are no policies and procedures in place - Top management failed to implement processes and policies based on programme and project management principles. This indicate a poor leadership approach
8. No proper resource allocation - Reichart did not have adequate resources(people) that could have stay at required pace or make up for the time already lost in the project management
9. There was a lack of project management in the organization - Reichart planning was in...

...﻿The four major steps performed by a projectmanager to close a project is: Finish work on product creation, Deliver project results to the customer, Deliver project results to the customer and Analyzing project experience and documenting. These four step help to make a successful close.
1. Finish work on product creation- team members and projectmanagers need to make sure all work is finished; all tasks have been checked over to be sure everything has been accomplished and completed correctly.
2. Deliver project results to the customer- the managers need sot make sure all work is sent to the customer, employees are trained with the product, and the customer is satisfied with the finished product.
3. Breaking up of the project- the projectmanager need to make sure each team member understands the project, that each team member is terminated gradually as each portion is completed, and that each member understands how important each person was to the project.
4. Analyzing project experience and documenting- This allows each member to receive unique experience. Analyzing the project allows everyone to review errors, achievements, and/or any understand any problems between the employees and the customer. An analysis also allows...

...﻿
Project Charter
Colorado Spring Welcome Home Parade
QI CHEN
Project Management
January 24, 2015
Abstract
This project charter is planned to help O’Donnell & O’Donnell LLP who will lead the project management team take place the parade smoothly. This parade for welcoming home troops will be organized in Colorado Spring which has a long history of military. Thisproject charter’s goal is making sure project management team and sponsors understand all details and tasks of this parade and getting an agreement between these two parties. Some important tasks can be directed with the project charter. For examples, raising fund, arranging thousands of soldiers and planning a lunch for people are some necessary tasks during this parade.
Project Charter:
Colorado Spring Welcome Home Parade
Scope Overview
The scope overview is the project in a nutshell: a high-level description of what needs to be accomplished and how it will be done. (Kloppenborg,2012).
This project management team lead by O’Donnell & O’Donnell LLP will create some plans about how to carry out the parade according to interdepartmental suggestions. These plans will contains fund raising issues, lunch service, security and safety issues....

...TOPIC: “The role of the ProjectManager is to command and control.” Critically discuss.
INTRODUCTION:
In management, command and control refers more generally to the maintenance of authority with somewhat more distributed decision making [Command and Control Research Program 2011]. Being an effective projectmanager is among the most challenging jobs in the industry for two reasons. First it requires management skills and abilities different from those required in a traditional functional management position. Second, there are very few training opportunities available to those moving into the project management.[ Thornberry, Neal E. October 1987]. This article addresses the roles and responsibility of a projectmanager which in today’s modern techniques are not only restricted to command and control but spread out far beyond these factors.
A PROJECTMANAGER ROLES AND RESPONSIBILITY
A project is a series of inter related activities aimed at achieving well-defined objectives. A project has a specific start and finish. Project management is a logical process that helps people define, plan, and implement projects; it allows them to better manage resources (i.e. people , time, materials, and money)[Donnelly, Richard G., and Deborah S. Kezsbom]
Project...